When HR.com surveyed its members as to what kind of information they are most interested in, at the top of the list was ´best practices.´ Now it is not that the interest in what other organizations are doing has not been criticized. For instance, in their book Play to your Strengths, Nalbathian, Guzzo, Kieffer, and Doherty of Mercer Human Resources Consulting, argue the following: "Copying one or two discrete practices produces one of two outcomes: The first result is that the transplanted tactic works but generates no competitive advantage because, since it´s easily adopted, it quickly becomes a new standard used by most companies. The second, more likely outcome is that it fails-sometimes quietly, sometimes stunningly-because the ´borrowing´ company can´t copy all the other factors that support with the adopted tactic." On the other hand, the proponents of benchmarking have noted how benchmarking is more than just copying or borrowing isolated practices. So where do we stand?